ACR Strategic Plan

1. County of Riverside Assessor-County Clerk- County Recorder
2017-2018

2. Riverside County
2017-2018
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ACR Strategic Plan
Contents
Introduction ................................................................................................. 3
1. Executive Summary ................................................................................ 4
2. Business Context .................................................................................... 5
3. Strategic Projects.................................................................................... 6
Customer Centricity.......................................................................... 7
Training & Development................................................................... 7
Continuous Improvement ................................................................. 8
Management & Internal Controls...................................................... 9
4. Strategic Timeline ................................................................................. 10

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Introduction
The Riverside County Assessor | County Clerk | Recorder’s offices consists of
four major divisions required to perform a wide variety of duties. The duties of
each division are summarized below.
Mission
Our mission is to fulfill the legally and locally mandated functions of the Assessor,
County Clerk, Recorder, and Records Management Program in an accurate,
timely, professional and courteous manner and to ensure high quality service.
About the Assessor
The Assessor’s primary responsibility is to value taxable property. The Assessor
locates all taxable properties in Riverside County, identifies the owners, and
describes the property. The Assessor determines a value for all taxable property
and applies all legal exemptions and exclusions. The Assessor must complete an
assessment roll showing the assessed values for all property and maintain
records of the above. The Assessor provides taxpayers and the public access to
assessment roll information, as allowed by law.
About the County Clerk
The County Clerk’s services range from issuing marriage licenses to filing
Fictitious Business Names (FBNs). In addition, the County Clerk performs
marriage ceremonies.
About the County Recorder
The County Recorder is responsible for providing the public with constructive
notice of private acts and creating and maintaining custody of permanent records
for all documents filed and recorded in Riverside County. In addition, the
Recorder provides the public access to these records, as allowed by law.
About the Records Management and Archives Program (RMAP)
The Records Management and Archives Program provides county departments
with specialized records and information management services that include
records storage and destruction, document imaging and professional consulting
in areas such as records retention schedules, trusted systems, and employee

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training. The County of Riverside Robert J. Fitch Archives is open to the public by
appointment. Those seeking to research historical property ownership and
valuation, mining or water interests, or actions taken by the Board of Supervisors
will find original documents in the Archives.
1. Executive Summary
The Riverside County Assessor | County-Clerk | Recorder (ACR) embraces the
need for a tactical plan to achieve the departments strategic objectives and
goals. Our strategic objectives align with our vision to:
Vision
 Uphold and protect public trust through extraordinary public service
 Act as careful stewards of public funds
 Provide transparency and accessibility
 Empower employees
 Embrace innovation, collaboration & effectiveness
 Provide leadership in local government
To accomplish our strategic objectives, ACR identified key projects organized
into four goal categories: Customer Centricity, Training and Development,
Continuous Improvement, and Management and Internal Controls. The projects
outlined in this plan have an anticipated completion date within the next two to
five years. Key projects currently in progress or completed in the past year
include:

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 Customer Centricity
 Customer Engagement Hub
 ACR Website Redesign
 Training & Development
 ACR YOU- Skill Building |
Training
 Succession & Mentorship
 Employee Engagement
 Performance Management
(Cornerstone)
 Continuous Improvement
 Trusted Systems
 CARDS (OCR)
 Timesheet Workflow
Automation
 CREST Project
 Management & Internal
Controls
 KPI Development
 Facility Management
2. Business Context
ACR’s strategic planning process considers internal and external circumstances
driving change within Riverside County. The ACR’s strategic objectives are
identified to address these challenges. Internal changes include:
 2018 County Elections
 3 Board of Supervisor seats are up for election in 2018. This could
drastically change the composition of the Board of Supervisors.
 Ongoing budget concerns and constraints in Riverside County
 KPMG cost-savings analysis
 KPMG’s analysis resulted in the process improvements and the
restructuring of several county departments including Human
Resources, the Executive Office, and Information Technology
 County Executive Office 7 bold steps
 Executive Office restructuring and transformation
 Structurally balanced budget

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 Launch organizational and cultural change
 Rebrand Riverside
 Partner with the Board of Supervisors
 Increase County leadership
 Launch education initiative
 Changing demographics in the workforce
 Emphasis on work-life balance
 Greater value in flexible schedules
External changes include:
 Continued population growth in Riverside County
 Serving an ever-increasing taxpayer population with existing staff
levels (doing more with less)
 Increasing public demand for faster, more efficient and higher quality
services
 Ongoing technological advancements
 Consumerization of IT
 Digital workplace transformation
 Changing Local, State and Federal regulations
In addition to the pressures described above, the ACR recognizes one of the
greatest challenges in realizing any strategic vision involves an organization’s
ability to execute and deliver strategic projects. To strengthen ACR’s execution
ability the People, Processes, Projects (P3
) framework is developed. The ACR
believes the P3
framework enables true strategic improvement for the
organization. The P3
framework is discussed in detail with a separate document.
3. Strategic Projects
Leveraging the P3 framework, the ACR significantly increases the likelihood that
the right projects are selected and completed to achieve our strategic goals and
objectives by 2020. Below is a more detailed list of strategic projects organized
by strategic goal category. Upon completion of these projects, ACR’s strategic
success may include these measures:

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 Increase in self-service capabilities online
 Streamlined customer experience
 Data driven decision making leveraging published KPIs
 Reduction in square footage per staff member
 Reduction in time required to onboard new hires
Customer Centricity
A customer-centric environment is the keystone of our strategy to achieve ACR's
vision of extraordinary public service delivery. Our strategic objective is to
improve customer experience at every point of customer contact. Customer
contact with ACR is usually initiated by phone, email, postal mail, or in person.
ACR makes earnest efforts to fulfill a customer's needs in one stop by
maintaining a pool of appropriately knowledgeable public service staff. It has
been an ongoing challenge to maintain consistency between offices in
addressing customer needs and an adequate number of experienced staff at
each office location to minimize customer wait time.
 Goal: By end of fiscal year 2019, ACR will complete the strategic
projects outlined below for the Customer Centricity vision
 Strategy: Streamline delivery of public services and improve customer
experience through improved processes, more self-service options,
and more publicly accessible information.
 Customer Engagement Hub (by July 2019)
 ACR Website Redesign (by November 2018)
 Clerk/Recorder Kiosks (by January 2019)
 Mail Handling (by July 2018) (by October 2018)
Training & Development
Our mission to provide extraordinary public service largely rests on the
capabilities, drive and motivation of our staff. We seek to actively develop the
depth and breadth of our staff’s skill sets so we can nimbly adapt our workforce
to future demands and deliver high quality service throughout the organization.
We will employ various programs, such as conducting specialized training
programs, productivity workshops, job cross-training, and college education
incentives, to develop our workforce so that each of our staff can provide

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exceptional value. As we recognize that improvement in employee engagement
is critical, we will enhance our performance management and employee
recognition process.
 Goal: By the end of fiscal year 2019, ACR will complete the strategic
projects outlined below for the Training & Development vision.
 Strategy: Create the foundational components for fostering a
continuous learning environment for ACR employees.
 Skill Building | Training (by March of 2018)
o Creation and Establishment of ACR YOU
o Skill Building | Training Unit
o ACR Learning Management System
 Succession & Mentorship Programs (by October 2019)
o Knowledge Artifacts Development
 Employee Engagement Portal (by December 2017)
o Forums
o Communication Channels
 Performance Management (Cornerstone) (by July 2017)
Continuous Improvement
Our business process improvement efforts are driven by our strategic direction,
objectives, goals and initiatives. We are creating a professional team that is
adopting a systematic and innovative approach for optimizing systems and
underlying processes to achieve more efficient results. Our focus will be on
solving process issues and aligning both our process architecture and execution
with business goals.
 Goal: By the end of Fiscal year 2019, ACR will complete the strategic
projects outlined below for the Continuous Improvement vision.
 Strategy: Modernize mission critical operational systems laying the
foundation for data capture, integration, and transparency of KPIs.
 Trusted Systems Consulting Model (by July 2018)
 CARDS (OCR) (by December 2018)
 Timesheet Workflow Automation (by August 2017)

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 CREST Project (by Summer 2018)
Management & Internal Controls
Management will establish management and internal controls to assure the
organization’s objectives are being met with effectiveness and efficiency, the
data used for decision-making are reliable, and processes are following laws,
regulations, and policies. Management will also set the standards against which
performance can be measured. Management will review the use of ACR facilities
to ensure that we are maximizing space and our locations meet public demand.
 Goal: By end of the Fiscal year 2019, ACR will complete the strategic
projects outlined below for the Management & Internal Controls vision
 Strategy: Create Key Performance Indicators (KPIs) for each business
unit in the ACR and regularly monitor our performance against the
KPIs. Create Facility Management tools to optimize our use of space.
 KPI Development Phase 1 (by December 2017)
 Facility Management Project (smaller footprint and optimized use
of space)
o Hemet/Temecula Consolidation (by July 2019)
o Wilderness Closure (by January 2019)
 Remote Workforce Pilot Program (by June 2018)

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4. Strategic Timeline

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